PUGANESHWARI D/O AKAMBARAM (GS 26998)

HEMALATHA d/o KRISHNAN (GS 27748)

VIDHUBALA D/O BALASEGAR (GS 27947)

Roohangiz Karimi (GS 28300)


INTRODUCTION
Organizational diagnosis includes the compilation of information on the
organization and its employees, the interrelations between the employees and the
organization, and the manner in which the organization is perceived by
management and employees.

Organizational diagnosis reflects the organizational portrait at various dimensions
(longitudinal and latitudinal) and it can be applied toward the definition of goals
and objectives within the process of organizational change and development. The
diagnostic process is the first stage toward realizing the goals of the organization
managers in the implementation of change and introduction of innovation.

The organizational diagnosis utilizes existing models and others, which were
developed by the Company. The tool used in order to perform the diagnosis is
adjusted to the needs specified by the organization. In any event of organizational
diagnosis, the Company also addresses functional dimensions of the organization,
such as: defining the organization's mission, structure, position holders, as well as
symbolic dimensions, such as rituals and their significance, special terminology,
etc.

DEFINITION


Organization Diagnosis(OD) determine what is and what could it seeks
way to bridge the gap. It consists of planning to collect data,data collection
,analysis feedback to the organization, it for the basis for determine subsequent
intervention (action planning and action taking).


The diagnosis can focus on the organization overall or on specific aspect
such as organization culture(Roger & Byham 1994) or aspect of diversity
(Harrison & Shirom 1999).They also suggest that one start with abroad scan
of an organization challenges but close up examination (p 18)
Diagnosis Models.
DESCRIPTIVE MODELS

With descriptive models, the role of the OD practitioner is to illuminate
what is for the client, and what could be.

The client determines the direction of change and the OD practitioner
helps the client get there.

Most diagnostic models fit under the descriptive category. Examples
include:

Bolman and Deal: Four Frames Model
Freedman: Socio-technical Systems Model
Galbraith: Star Model
Hornstein and Tichy: Emergent Pragmatic Model
McKinsey: 7-S Model
Nadler and Tushman: Congruence Mode
NORMATIVE MODELS

With normative models, the practitioner recommends specific directions for
change, prior to the diagnosis the one best way of managing. Examples
include:

Blake and Moutons Grid [Concern for People/Concern for Productivity 9, 9].

Likerts Profiles Organizational

Theorists and consultants have developed a wide variety of models
identifying important organizational elements and their interrelationships.


Each is predicated on a particular theory/theories or perspective(s), and each
intended to highlight and bring into focus a broad range of data and
experience for purposes of diagnosis and intervention

Most of the models suggest interaction or interrelationships
among all the selected variables.


Many of the same variables are contained in all the models,
although not necessarily in the same way or with the same
emphasis
MODELS OF ORGANIZATION
DIAGNOSIS
S
I
X

B
O
X

M
O
D
E
L



o Gaps between what exists now and what ought to be

ofor each of these boxes consultants are encouraged to
diagnose the following gaps

o Between what is actually done and what employees and say
that they do

o Gaps among organizational units and layers

o The leadership is in the center and connected to the five factors
because leaders play critical role in the organization
effectiveness






THE 7-S MCKINSEY MODEL
McKinsey Consulting developed a model for looking at organizations. The 7 Ss
Model provides an especially useful framework for reviewing the impact of change:-

oShared Values and Beliefs:
A role of the vision statement is to impart to the organization (and externally) what the
organization stands for and what it believes in.

oStrategy:
States how an organization will attain its vision and respond to the threats and
opportunities of the new mediums. Capabilities are needed in:marketing, distribution,
product and service development, business requirements
analysis; creation and management of alliances & partnerships.

oSystems, including Processes:
Capabilities are required in: IT & IS, sales and service, legal, actuarial.

oStaff:
HR management for developing the skills and aptitude for building lifetime customer
relationships. Needed are policies, standards and processes re: recruitment, training &
development, motivation & regards.
o Style:
This refers to the management style best suited for the organization. The
challenge for management is to use appropriate styles for the situation without
confusing staff.

o Structure:
Organizations will find that changes to processes and style inevitably
require changes to their structure. (e.g. centralized, decentralized, network,
matrix, process structures.)

o Skills:
The degree to which necessary skills exist is the core of workforce
planning and often a major aspect in organization diagnosis. If staff and
managers are to acquire all the skills outlined above, then there needs to be an
appropriate learning environment.
THE BURKE-LITWIN MODEL
o This model shows the causal changes between 12 key areas

o Can be used to learn which organizational variables to change and why

o can be used to analyze , diagnose and even predict the effects of change
throughout an organization

o Burke believes that organizational change stems from environmental
impact than from any other factor.


o External environment, mission and strategy, leadership and organizational
culture as the primary levers for change



o The remaining elements are used as levers for fine tuning and improving
the existing behavior
BOLMAN & DEAL FOUR
MODEL
o Structural
the rational, tough-minded side of organizations clarifying
basic issues in organization design the relationship between goals and
structure organizations.

o Human resource
the human side of enterprise examines strengths and weaknesses of current
approaches to humanizing the workplace.

o Political
the darker side of organizations conflict, coalitions, and
struggles for power and positions.

o Symbolic
organizational symbols explains the roles played by myths, rituals,
ceremonies, and plays at all levels of the organizations.
FORM OF DIAGNOSIS
OPEN SYSTEM
Organization is a complex and open: their boundaries and environments influence them.
Each subsystem works interdependently where if one subsystem is affected all other
subsystem affected as well.









Diagram adapted from Jones, B. B., & Brazzel, M. (2006)
Boundary
Environment
Input Throughput Output
Supplier
Funding
Govt. Regulation
Shareholders
Transformational
work processes
Customer
Client
Investors
Advantages:
Help consultants and clients deal with the complexity of organization
performance and change.
Resist the temptation of management fads.
Enables focus on all aspects of the organization, not only on comfortable
parts.
Harrison, M. I., & Shirom, A. (1999).
ISSUES IN DIAGNOSIS
PERCEPTUAL BIAS
It means biased against or for something based on your sensory inputs (sight, most
likely,
but could also be touch, smell, taste, or hearing).

Being aware of possible causes of bias is the first step in widening the view to take in
more data.

Anyone involved in organizational diagnosis must be aware of their own mental
models,
beliefs, heuristics and other factors which actually can distort the decision making.

Jones, B. B., & Brazzel, M. (2006)
ISSUES IN DIAGNOSIS cont.
PERCEPTUAL BIAS cont.
In short;
One shouldnt jump into assumptions.
Keep mind open.
To be aware of what not naturally one aware.
Pay attention to what is not and also what is during the diagnosis
process.


Jones, B. B., & Brazzel, M. (2006)
ISSUES IN DIAGNOSIS cont.
DIVERSITY AT WORKPLACE
Employees are more culturally diverse and more different in gender ratio.

In diagnosis, it is important to take in account the gender, race, ethnicity and many
more
that exist in an organization.

However, in the process of diagnosis, combining data from different countries must be
avoided.

The results which are highly influenced by culture; if combined much of the individual
richness will be averaged out. (Johnson, R. H. 1996)

Jones, B. B., & Brazzel, M. (2006)
PHASES IN DIAGNOSIS
Jones, B. B., & Brazzel, M. (2006)
Determine approach to be
used
Announce project
Prepare for data collection
Collect data
Do data analysis and
presentation
CHANGE PROCESS
Unfreez
Refreeze

Stability
Change
CHANGE PROCESS
Adapted from Kurt Lewins Model
New behavior
Modifying attitude
Training managers &
employees


Desired
Situation
Undesired
Situation
THE MODEL
First stage represents the status quo
which is unfreeze.
Second stage attempts to install the
change.
Third stage is refreezing desired
change.
Action Planning and Transition
Management- plans are
developed for closing the gap
between the current and desired
state and the means by which the
transition will be managed.

Measuring the Change you
know where you are in the
change process and the level of
success achieved.
Organizational analysis: to
understand the forces for change
and the reasons why the
organization is performing as it
currently does.

Why Changethe need for
change is determined and the
nature of the change

Analysis GapThe
identification of the distance
between the desired future state
and the present state
RED FLAG
A red flag means a pattern, practice or
specific activity that indicates the possible
existence of identity theft

Identify theft means fraud committed or
attempted using the identifying information
of another person without authority
PROGRAM REQUIREMENT


Financial institutions and creditors with
covered accounts must implement a written
Identity Theft Prevention Program to detect,
prevent, and mitigate identity theft in connection
with:

the opening of a covered account, or
any existing covered account
must include policies and procedures to:

Identify relevant red flags into the Program

Detect red flags that are part of the Program

Respond appropriately to any red flags that
are detected

Ensure the Program is updated periodically
to address changing risks
Categories of Red Flags

Consumer Report alerts

Presentation of suspicious documents

Presentation of suspicious personal id
information

Suspicious activity on the account

Notice of possible id theft on account
IDENTIFY RELEVANT RED FLAG
Procedures to detect red flags:-

Verify identity (new accounts)

Authenticate customers (existing)

Monitor transactions (existing)

Verify validity of address changes
(existing)
DETECT RED FLAG
Periodic updating of the Program

Changes in methods of id theft;

Changes in methods to detect, prevent and
mitigate id theft

Changes in types of accounts offered or
maintained.

Changes in business arrangements, services
providers, etc.
RED FLAG PROGRAM
Appropriate Responses to Red Flags

Monitor accounts

Contact customer

Change passwords

Close and reopen account

Refuse to open account
RESPONDING TO RED FLAG
RED FLAGS IN DIAGNOSIS

Confidentiality of the data:-

The over diagnosis

many problems are identified that the diagnosis becomes a
rule of continual analysis.

The crisis diagnosis

Attending only to the immediate, short term crisis.
Important but less visible problems are misses.




The threatening or overwhelming diagnosis
The client is confronted by problems to the extent that the
relationship with the practitioner is damaged.

It is difficult for the client to accept so much information and
deal with it in any meaningful way.

The practitioners favorite diagnosis
The practitioner imposes a special diagnosis regardless of
the problem.

The diagnosis may be made to fit the practitioners own
special skill areas.

The diagnosis of symptom
CONCLUSION


Organization diagnosis is critical to the organization development
process. By gathering the organization information the practitioner is
often able to help the client see the organization challenge. This phase and
model of organization model creates an organization process system well
REFERENCES
Jones, B. B., & Brazzel, M. (2006). The NTL handbook of organization
development and change: Principles, practices, and perspectives. Pfeiffer & Co.

Harrison, M. I., & Shirom, A. (1999). Organizational diagnosis and assessment:
Bridging theory and practice. Sage Publications, Inc.

Johnson, R. H. (1996). Life in the consortium: The Mayflower group.
Organizational surveys: Tools for assessment and change, 285309.

Diagnosing Organizations With Impact Kaye Craft & Arty Trost March 29-April
1, 2004


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